The performance culture evolution - Part 2: leadership through transformation
PART 2: Leading a Performance Culture Transformation
By Kimberlea Kozachenko, CEO & Founder
The key to transformation of a growth culture is marrying the concepts of a strong in-house development program – this will be the catalyst that sustains growth and acceleration of the individuals on the teams (to learn more about what this looks like, please check out Part 1 of this two-part series) – with the drive to accelerate the overall performance culture of teams through learning, leadership and a fundamental shift in how we view career development. Right now, one could make the argument that career development is individually focused. And that’s true. There are no two paths or journeys that will be identical and, in order for development to be meaningful to the individual, it needs to be focused and self-led. That being said, what if leaders and organizations approached career development with their entire talent ecosystem in mind? What if one element of development feeds another and teams grow together as each individual excels? How might we create impactful and sustainable growth potential for individuals, teams and business objectives? The concept could create the performance culture evolution.
To begin a meaningful transformation as it relates to performance, growth and development, leaders and influencers should consider these points:
Connect and listen. Communicate openly with your team, those around you and think of career development conversations as one of many ways to get to know the REAL version of the people you surround yourself with. Find out where they’ve been, where they are now and where they see themselves going. Be inquisitive about their lives, passions, interests. It’s only through true moments of connection and listening that we learn the small things that really matter most. While all the information you gain may not immediately serve a purpose in regards to professional development, these types of connections create trust, loyalty and engagement.
Turn growth into a journey that can be shared. Through conversation, storytelling and coaching, open up the floor for conversations about wins, failures, trials, and victories. Not just in one-on-one conversations, but in a group setting as well. Think back to a time you were most inspired by someone’s story and how you can leverage this concept to inspire others. Find an authentic way to integrate stories of personal and professional growth it into part of your team’s culture.
Embrace evolution and change. As we grow, our interests change. Skillsets and competencies advance. While being mindful of the business requirements at hand, allow room for individuals to continually grab ahold of the things that ignite their professional passions as they personally and professionally evolve. Perhaps their true self at the core is transforming or growing a little as well.
Respect that growth looks different for everyone. ATB is constantly encouraging our team members to seek out opportunities and continually grow. But, what if you’re leading someone who is not in a place personally to be growing at high calibre speeds of work? Perhaps this individual is managing personal family matters, or working on an educational program or professional designation and just can’t push it any further. Or maybe they are content to remain the job held currently and isn’t really interested in a change. What if you’re working with an individual who does not feel that “spark” from their professional activities? These are some examples of real situations that even the most engaged team members find themselves in every day. Be attentive to the signs and behaviours that may be indicating this to be a deeper performance issue, but also be open to understanding that sometimes individuals need time and space to re-calibrate. One team member may have a different desired pace and style for their development in comparison to their peer. Remember, what we’re really encouraging and rewarding is a growth mindset. Growth doesn’t have to look the same for everyone and it doesn’t have to be monumentous. It can be infinitesimal. Sometimes growth comes in incremental changes and by facing moments of uncertainly with courage.
Demonstrate vulnerability and honesty. When coaching or mentoring individuals within or outside your direct team, sharing the most vulnerable pieces of your own personal career development experiences can have a tremendous impact. Naturally, stories of passion and success usually come to the surface more easily because we are proud of these accomplishments. Failure, trials, learnings on the other hand - sharing these requires genuine trust and vulnerability. Be authentic and create a safe environment for everyone to be the same. Allow those around you to grab hold of that spark and find their own inspiration.
Resist the urge to be a cheerleader. Be real. Showing loyalty and support to your teams as they develop or grow is vital. However, consider that showing support doesn’t always mean telling people what they want to hear. Sometimes it’s about respectfully providing that value added feedback, when the timing is right, which adds a fresh welcomed perspective. Resist the urge to encourage someone towards a goal if you know objectively, that they will be challenged to obtain it reasonably. Be balanced, empathic and respectful while making every effort to be real in your conversations. Pave the way for success through transparency.
Don’t fear the possibility of your A-players moving away from you. Embrace this. It may be a CERTAINTY for some. Coach them to success (because remember, as part of a team, their wins are YOUR wins too.) and harness the potential of what this means for them and for the up-and-comers behind them. They may INSPIRE the next generation of A-players. Maybe there is a formal succession or coaching plan in place, or maybe it’s a more organic and informal form of inspiration. If the idea of growth or acceleration has an ambience of creating a legacy, you’re never losing an A-Player when they evolve or move on. You’re gaining the influence left behind that could inspire the performance of others behind them. Through this, you’re creating an authentic performance culture within your team that rewards performance and personal development while also rewarding the growth and acceleration of others.
Be open to the idea of cross-functional growth. Consider the wins for individual, team and business attached to this. As individuals are enabled to pursue their passions, even if they may be multi-disciplinary or beyond the confines of their job title/description, we will begin to see a change in our workforce – from perceived “one trick ponies” to a cross-functional army of passionate collaborators. While it’s not realistic to think that individuals will be pros at everything – it is a reality that individuals will deliver their best results doing the work they care about most. Consider what this can do for your business. This means, a team member in sales role might have some hidden talents or passions that aren’t within the parameters of his job title but could deliver INCREDIBLE results for the business; especially if they partner or collaborate with another team member who possesses similar passion or skills. Be open to this supporting this type of growth. Consider the importance of individual dedication and recognize the strength of the many. Lead a culture of self-accountable growth and group-accountable collaboration.
Success is when team members feel supported and trusted by their leaders and the organization to move forward on their own terms; When leaders feel supported to engage in valuable interactions with their team members to help them grow – both through supportive conversations and those necessary difficult conversations. From the perspective of an organization, success will manifest through having a clearer picture of the skills of the team members within the organization and silos between roles and job descriptions will begin to break down. Our teams will be stronger, more agile, feeling empowered to own a culture of self-accountable growth and group-accountable collaborations. Leaders will not fear the unknown but rather challenge and motivate their teams to explore. By fostering a culture of growth, not just in thought but in action, our workplace will transform and thrive.